REG - Currys PLC - Annual Financial Report
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RNS Number : 4054T Currys PLC 31 July 2025
31 July 2025
ANNUAL REPORT 2024/25, NOTICE OF ANNUAL GENERAL MEETING 2025 AND PROXY FORM
Currys plc (the 'Company') has today published its Annual Report and Accounts
2024/25 and Notice of Annual General Meeting 2025. These documents are
available to view on the Company's website at www.currysplc.com/investors
(http://www.currysplc.com/investors) . In addition, they have been posted or
otherwise made available to shareholders depending on their elected method of
communication.
The Annual Report and Accounts have been prepared using the single electronic
reporting format specified in the UK Transparency Directive European Single
Electronic Format ("ESEF").
In accordance with UK Listing Rule 17.2.1, the Annual Report and Accounts
2024/25, Notice of Annual General Meeting 2024 and Form of Proxy have been
submitted to the National Storage Mechanism, where they will shortly be
available for inspection at
https://data.fca.org.uk/#/nsm/nationalstoragemechanism
(https://data.fca.org.uk/#/nsm/nationalstoragemechanism) .
The Company's 2025 Annual General Meeting (the 'AGM') will be held at 11.00am
on Thursday 4 September 2025 at BFI Southbank, Belvedere Road, South Bank,
London SE1 8XT.
Shareholders are encouraged to vote in favour of all resolutions proposed in
advance of the AGM, and to submit any questions they may have for any member
of the Board to cosec@currys.co.uk (mailto:cosec@currys.co.uk) . Please submit
your votes and questions before 11.00am on Tuesday 2 September 2025.
The information included in the Appendix to this announcement has been
extracted from the Annual Report and Accounts 2024/25 and is reproduced here
solely for the purposes of complying with the requirements of Disclosure
Guidance and Transparency Rule ('DTR') 6.3.5 in respect of how to make annual
financial reports available to the public.
The content of this announcement, including the Appendix, should be read in
conjunction with the Company's Preliminary Results announcement, which was
released on 3 July 2025 and is available on the Company's website at
www.currysplc.com/investors.
Together, these announcements constitute the material required by DTR 6.3.5 to
be communicated to the media in unedited full text through a Regulatory
Information Service. This material is not a substitute for reading the full
Annual Report and Accounts 2024/25. Defined terms used in the Appendix refer
to terms as defined in the Annual Report and Accounts 2024/25. Page numbers
and cross references in the Appendix refer to pages and sections of the Annual
Report and Accounts 2024/25.
Appendix
A. Principal risks to achieving the Group's objectives (pages 52 to 57)
The Group recognises that taking risks is an inherent part of doing business
and that competitive advantage can be gained through effectively managing
risk. The Group has developed and continues to evolve robust risk management
processes, and risk management is integrated into business decision-making.
The Group's approach to risk management and risk governance framework is set
out in the Corporate Governance Report on pages 79 to 90. The risks are linked
to the strategic priorities on pages 16 to 17.
Our approach to horizon scanning and emerging risks
In order to promote sustainable success, the business continues to analyse the
risks likely to emerge in the short, medium and longer term that may impact
the delivery of our strategy. To provide a view over the medium to longer
term, a horizon scanning approach is required.
Our approach to undertaking horizon scanning is based on conducting both
reviews of external thought leadership and also through obtaining the views of
key business stakeholders on emerging risks. Horizon scanning takes place
throughout the year to ensure that the horizon is consistently scanned for
developments and changes that may impact the business. Any emerging risks are
included in Risk Committee and Audit Committee reporting to form a view as to
whether any of these should be considered a principal risk.
Risks and potential impacts
The Group continues to develop its risk management processes, fully
integrating risk management into business decision-making. The risk management
process mirrors the operating model with each business unit responsible for
the ongoing identification, assessment and management of their existing and
emerging risks. The output of these assessments is aggregated to compile an
overall Group-level view of risk.
The principal risks and uncertainties, together with their potential impacts
and changes in net risk since the last report, are set out in the tables below
along with an illustration of actions being taken to mitigate them.
Key changes to the Risk Profile
During 2024/25 we conducted an end-to-end review of our principal and emerging
risks through individual discussions with key stakeholders, risk owners,
executive management and the Board. As a result, a number of changes were made
to the Group risk profile, these included:
· The total number of principal risks has reduced from 13 to 12.
· Competition has been recognised as a standalone risk in our principal
risk profile, in recognition of the shift in competitive landscape and to
reflect our continued focus on this as a business.
· The Health and Safety risk has been expanded to include elements of
people risk such as emerging employment legislation, retention and engagement.
· Information security and data protection have been combined into a
single risk, as have crystallisation of legacy tax issues and financial,
liquidity and treasury.
· Both the financial services regulation and the sustainability risks
have increased due to the heightened regulatory landscape and associated
increase in regulation and legislation.
· The business continuity risk is being reassessed in light of recent
cyber attacks on the UK retail sector. Significant activity is taking place
internally to closely monitor and mitigate the risk. We are also working
closely with external parties including the National Cyber Security Centre to
learn from those impacted and implement recommendations.
Principal risks and uncertainties
1. Business Continuity/IT disaster recovery Risk owner: Risk Category:
Chief Operating Officer Operational
Risk movement: Stable What is the risk?
Failure to effectively respond, maintain, and recover operations in the event
of significant business disruption and/or incident.
Link to strategy:
Easy to shop, Customers for life, Colleagues
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
Red
uce
d
rev
enu
e
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
•
Rep
uta
tio
nal
dam
age
.
•
Los
s
of
com
pet
iti
ve
adv
ant
age
.
How
we
man
age
it
•
Bus
ine
ss
con
tin
uit
y
and
cri
sis
man
age
men
t
pla
ns
in
pla
ce
and
tes
ted
for
key
bus
ine
ss
loc
ati
ons
.
•
Ena
ble
men
t
of
hom
e
wor
kin
g
for
off
ice
-ba
sed
and
con
tac
t
cen
tre
col
lea
gue
s.
•
Dis
ast
er
rec
ove
ry
pla
ns
in
pla
ce
and
tes
ted
for
key
IT
sys
tem
s
and
dat
a
cen
tre
s.
•
Cro
ss
-fu
nct
ion
al
cri
sis
tea
m
to
man
age
res
pon
se
to
sig
nif
ica
nt
eve
nts
.
•
Maj
or
ris
ks
ins
ure
d.
•
Bus
ine
ss
Con
tin
uit
y
Pol
icy
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
2. Business transformation Risk owner: Risk Category:
Chief Information Officer Strategic
Risk movement: Stable What is the risk?
Failure to deliver the required Transformation activities to achieve the
desired cost, margin, compliance and growth.
Link to strategy:
Easy to shop, Customers for life, Colleagues
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
Red
uce
d
rev
enu
e
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
•
Red
uce
d
mar
ket
sha
re.
How
we
man
age
it
•
Tra
nsf
orm
ati
on
pro
gra
mme
off
ice
est
abl
ish
ed
and
del
ive
rin
g
key
str
ate
gic
obj
ect
ive
s.
•
Dev
elo
pme
nt
of
cus
tom
er
cre
dit
pro
pos
iti
ons
.
•
Enh
anc
eme
nt
of
dat
a
ana
lyt
ics
cap
abi
lit
ies
.
•
Rob
ust
por
tfo
lio
gov
ern
anc
e.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
3. Competition Risk owner: Risk Category:
Chief Commercial Officer Strategic
Risk movement: N/A What is the risk?
Failure to anticipate and effectively respond to changing competitor behaviour
and/or the disruptive retail landscape.
Link to strategy:
Grow profits, Easy to shop
Considered in the Viability statement:
No
Wha
t
is
the
imp
act
?
•
Red
uce
d
rev
enu
e
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
•
Red
uce
d
mar
ket
sha
re.
•
Rep
uta
tio
nal
dam
age
.
How
we
man
age
it
•
Tra
din
g
mee
tin
gs,
qua
rte
rly
bus
ine
ss
rev
iew
s,
bud
get
ing
and
pla
nni
ng
pro
ces
ses
.
•
Wor
kin
g
clo
sel
y
wit
h
sup
pli
ers
on
par
tne
rsh
ips
and
str
ate
gie
s.
•
Con
tin
ued
dev
elo
pme
nt
of
pro
pos
iti
ons
and
foc
us
on
ret
ail
fun
dam
ent
als
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
is
a
new
ris
k
for
202
4/2
5.
4. Financial services regulation Risk owner: Risk Category:
Chief Services Officer Regulatory
Risk movement: Increased What is the risk?
Failure to manage the business of the Group in compliance with financial
services regulation to which the Group is subject in a number of areas
Link to strategy: including insurance operations and consumer credit activities.
Colleagues, Customers for life
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
Enf
orc
eme
nt
act
ion
by
the
reg
ula
tor
.
•
Los
s
of
aut
hor
isa
tio
n
and
ina
bil
ity
to
tra
de
reg
ula
ted
pro
duc
ts.
•
Rep
uta
tio
nal
dam
age
.
•
Fin
anc
ial
pen
alt
ies
.
•
Red
uce
d
rev
enu
es
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
•
Cus
tom
er
com
pen
sat
ion
.
How
we
man
age
it
•
Boa
rd
ove
rsi
ght
and
ris
k
man
age
men
t
str
uct
ure
s
mon
ito
r
com
pli
anc
e
and
ens
ure
tha
t
the
Com
pan
y's
cul
tur
e
foc
use
s
on
goo
d
cus
tom
er
out
com
es.
•
Reg
ula
tor
y
Com
pli
anc
e
Com
mit
tee
,
Pro
duc
t
Gov
ern
anc
e
and
oth
er
int
ern
al
gov
ern
anc
e
str
uct
ure
s.
•
Fin
anc
ial
Ser
vic
es
Ris
k
Man
age
men
t
Fra
mew
ork
and
Com
pli
anc
e
Fra
mew
ork
in
pla
ce.
•
Com
pli
anc
e
mon
ito
rin
g
and
int
ern
al
aud
it
rev
iew
of
the
ope
rat
ion
and
eff
ect
ive
nes
s
of
com
pli
anc
e
sta
nda
rds
and
con
tro
ls.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
inc
rea
sed
in
imp
act
ove
r
202
4/2
5.
5. Information security and data protection Risk owner: Risk Category:
Chief Information Officer Technology
Risk movement: Stable What is the risk?
Failure to govern and control customer, colleague and business data in
accordance with legislation including EU General Data Protection Regulation.
Link to strategy: Failure to prevent, monitor and respond to an information security event.
Colleagues, Easy to shop, Customers for life
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
Rep
uta
tio
nal
dam
age
.
•
Fin
anc
ial
pen
alt
ies
.
•
Red
uce
d
rev
enu
e
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
•
Cus
tom
er
com
pen
sat
ion
.
•
Los
s
of
com
pet
iti
ve
adv
ant
age
.
How
we
man
age
it
•
Sig
nif
ica
nt
inv
est
men
t
in
inf
orm
ati
on
sec
uri
ty
saf
egu
ard
s,
IT
sec
uri
ty
con
tro
ls,
mon
ito
rin
g,
in
-ho
use
exp
ert
ise
and
res
our
ces
as
par
t
of
a
man
age
d
inf
orm
ati
on
sec
uri
ty
imp
rov
eme
nt
pla
n.
•
Tec
hno
log
y
Ris
k
For
um
wit
h
res
pon
sib
ili
ty
for
ove
rsi
ght
,
co
-or
din
ati
on
and
mon
ito
rin
g
of
inf
orm
ati
on
sec
uri
ty
and
dat
a
pro
tec
tio
n
ris
k.
•
Aud
it
pro
gra
mme
ove
r
key
sup
pli
ers
'
inf
orm
ati
on
sec
uri
ty
sta
nda
rds
.
•
Ong
oin
g
pro
gra
mme
of
pen
etr
ati
on
tes
tin
g,
sec
uri
ty
hea
lth
che
cks
,
red
tea
min
g
and
sce
nar
io
exe
rci
ses
.
•
Con
tro
l
act
ivi
tie
s
ope
rat
e
ove
r
man
age
men
t
of
cus
tom
er
and
emp
loy
ee
dat
a
in
acc
ord
anc
e
wit
h
the
Gro
up'
s
dat
a
pro
tec
tio
n
pol
icy
and
pro
ces
ses
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
new
ly
com
bin
ed
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
6. IT systems and infrastructure Risk owner: Risk Category:
Chief Information Officer Technology
Risk movement: Stable What is the risk?
A key system becomes unavailable for a period of time impacting our ability to
trade and continue operations.
Link to strategy:
Easy to shop, Customers for life
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
Red
uce
d
rev
enu
e
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
•
Los
s
of
com
pet
iti
ve
adv
ant
age
.
•
Res
tri
cte
d
gro
wth
and
ada
pta
bil
ity
.
•
Rep
uta
tio
nal
dam
age
.
How
we
man
age
it
•
Ong
oin
g
IT
tra
nsf
orm
ati
on
to
ali
gn
IT
inf
ras
tru
ctu
re
to
fut
ure
str
ate
gy.
•
Pea
k
pla
nni
ng
and
pre
par
ati
on
to
ens
ure
sys
tem
sta
bil
ity
and
ava
ila
bil
ity
ove
r
hig
h
-de
man
d
per
iod
s.
•
Ind
ivi
dua
l
sys
tem
rec
ove
ry
pla
ns
in
pla
ce
in
the
eve
nt
of
fai
lur
e
whi
ch
are
tes
ted
in
lin
e
wit
h
an
ann
ual
pla
n,
wit
h
ful
l
rec
ove
ry
inf
ras
tru
ctu
re
ava
ila
ble
for
cri
tic
al
sys
tem
s.
•
Lon
g
-te
rm
par
tne
rsh
ips
wit
h
tie
r 1
app
lic
ati
on
and
inf
ras
tru
ctu
re
pro
vid
ers
est
abl
ish
ed.
•
A
mat
ure
IT
ser
vic
e
des
ign
and
tra
nsi
tio
n
pro
ces
s
con
tro
ls
and
man
age
s
the
tra
nsi
tio
n
of
new
and
cha
nge
d
ser
vic
es
int
o
pro
duc
tio
n.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
7. Liquidity, tax and treasury Risk owner: Risk Category:
Chief Financial Officer Financial
Risk movement: Stable What is the risk?
Failure to manage Currys' access to sufficient liquidity at any given time may
impact the Group's ability to meet its financial and legacy tax obligations.
Link to strategy:
Grow profits
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
Red
uce
d
rev
enu
e
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
How
we
man
age
it
•
Reg
ula
r
mon
ito
rin
g
of
cas
h
and
liq
uid
ity
lev
els
tak
es
pla
ce
at
the
Cas
h
Ste
eri
ng
Com
mit
tee
.
•
Ban
k
fac
ili
ty
and
cov
ena
nt
cov
er
lev
els
are
rev
iew
ed
and
neg
oti
ate
d.
•
Cap
ex
pri
ori
tis
ati
on
ses
sio
ns
are
und
ert
ake
n
by
the
Exe
cut
ive
Com
mit
tee
to
ide
nti
fy
cos
t
-sa
vin
g
ini
tia
tiv
es.
•
Tri
enn
ial
pen
sio
ns
rev
alu
ati
on
pro
ces
s.
•
Boa
rd
and
int
ern
al
com
mit
tee
ove
rsi
ght
act
ive
ly
mon
ito
rs
tax
str
ate
gy
imp
lem
ent
ati
on.
•
The
Gro
up
rem
ain
s
com
mit
ted
to
ach
iev
ing
a
res
olu
tio
n
wit
h
HMR
C
in
rel
ati
on
to
ope
n
tax
enq
uir
ies
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
new
ly
com
bin
ed
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
8. Macroeconomic environment Risk owner: Risk Category:
Chief Financial Officer Strategic
Risk movement: Stable What is the risk?
Failure to mitigate the impacts of volatile external financial factors such as
tariffs, exchange rates, interest rates and inflation across our key markets.
Link to strategy:
Easy to shop, Customers for life, Colleagues
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
The
pot
ent
ial
for
inc
rea
sed
ope
rat
ing
cos
ts
to
Cur
rys
plc
.
•
The
pot
ent
ial
for
ext
ern
al
fac
tor
s
to
imp
act
con
sum
er
dem
and
whi
ch
may
in
tur
n
res
ult
in
ele
ctr
ica
l
spe
nd
by
cus
tom
ers
.
How
we
man
age
it
•
Rol
lin
g
for
eca
st
to
ana
lys
e
fut
ure
exp
ect
ed
per
for
man
ce
acr
oss
the
fin
anc
ial
yea
r.
•
Bus
ine
ss
pla
n
upd
ate
s
to
the
Exe
cut
ive
Com
mit
tee
to
ana
lys
e
the
inv
est
men
t
ini
tia
tiv
es
tak
ing
pla
ce
and
pro
gre
ss
aga
ins
t
del
ive
ry
and
fin
anc
ial
ben
efi
ts,
alo
ngs
ide
mor
e
det
ail
ed
dai
ly
and
wee
kly
tra
ini
ng
per
for
man
ce.
•
Cos
t
fle
xib
ili
ty
in
ope
rat
ing
mod
el.
•
Hed
gin
g
str
ate
gy
in
pla
ce
for
for
eig
n
exc
han
ge
and
ene
rgy
.
•
Exp
and
ing
the
ava
ila
bil
ity
of
our
cre
dit
and
ser
vic
e
off
eri
ngs
for
cus
tom
ers
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
rem
ain
ed
ele
vat
ed
ove
r
202
4/2
5.
9. People and safety Risk owner: Risk Category:
Chief Operating Officer Operational
Risk movement: Stable What is the risk?
Failure to: attract, engage and retain skilled colleagues affordably; protect
customers and colleagues; and maintain an environment where our values and
Link to strategy: behaviours support delivery of our strategy. Failure to comply with evolving
employment legislation.
Colleagues
Considered in the Viability statement:
Yes
Wha
t
is
the
imp
act
?
•
Emp
loy
ee
eng
age
men
t
and
sat
isf
act
ion
.
•
Inc
rea
sed
ope
rat
ing
cos
ts.
•
Emp
loy
ee/
cus
tom
er
ill
nes
s,
inj
ury
or
los
s
of
lif
e.
•
Rep
uta
tio
nal
dam
age
.
•
Fin
anc
ial
pen
alt
ies
.
•
Leg
al
act
ion
.
How
we
man
age
it
•
Col
lea
gue
eng
age
men
t
sur
vey
s.
•
Ide
nti
fic
ati
on
of
cos
t
red
uct
ion
opp
ort
uni
tie
s
and
ass
oci
ate
d
act
ivi
tie
s.
•
Ris
k
ass
ess
men
t
pro
gra
mme
cov
eri
ng
ret
ail
,
sup
por
t
cen
tre
s,
dis
tri
but
ion
and
hom
e
ser
vic
es.
•
Inc
ide
nt
rep
ort
ing
too
l
and
pro
ces
s.
•
Hea
lth
and
Saf
ety
tra
ini
ng
and
dev
elo
pme
nt
fra
mew
ork
and
ins
pec
tio
n
pro
gra
mme
.
•
Aud
it
pro
gra
mme
inc
lud
ing
fac
tor
y
aud
its
for
own
-br
and
pro
duc
ts
and
thi
rd
-pa
rty
sup
ply
cha
ins
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
10. Product safety Risk owner: Risk Category:
Chief Operating Officer Operational
Risk movement: Stable What is the risk?
Failure to maintain adequate procedures and due diligence regarding product
safety, and sufficient processes to manage and comply with product recall
Link to strategy: notices, particularly in relation to Original Equipment Manufacturer ('OEM')
sourced product.
Customers for life
Considered in the Viability statement:
No
Wha
t
is
the
imp
act
?
•
Fin
anc
ial
pen
alt
ies
.
•
Red
uce
d
cas
h
flo
w.
•
Rep
uta
tio
nal
dam
age
.
How
we
man
age
it
•
Fac
tor
y
aud
its
con
duc
ted
ove
r
OEM
sup
pli
ers
.
•
Tec
hni
cal
eva
lua
tio
n
of
OEM
pro
duc
ts
pri
or
to
pro
duc
tio
n.
•
Pro
duc
t
ins
pec
tio
n
of
OEM
pro
duc
ts
pri
or
to
shi
pme
nt.
•
Mon
ito
rin
g
of
rep
ort
ed
inc
ide
nts
.
•
Saf
ety
gov
ern
anc
e
rev
iew
s
con
duc
ted
by
int
ern
al
by
Tec
hni
cal
and
Bus
ine
ss
Sta
nda
rds
tea
ms.
•
Est
abl
ish
pro
toc
ols
and
pro
ced
ure
s
to
man
age
pro
duc
t
rec
all
s.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
11. Supply chain resilience Risk owner: Risk Category:
Chief Operating Officer Operational
Risk movement: Stable What is the risk?
Failure to optimise key supplier relationships, minimise external goods
Link to strategy: for resale ('GFR') and goods not for resale ('GNFR'), supply chain disruption
and manage effective mitigation, particularly in the context of geopolitical
Easy to shop, Customers for life, Colleagues factors.
Considered in the Viability statement:
No
Wha
t
is
the
imp
act
?
•
Dis
rup
tio
ns
to
sup
ply
of
goo
ds.
•
Pri
cin
g
and
sto
ck
ava
ila
bil
ity
ter
ms
cou
ld
wor
sen
,
lea
din
g
to
dec
rea
sin
g
sal
es/
red
uce
d
mar
gin
.
•
Red
uce
d
rev
enu
e
and
pro
fit
abi
lit
y.
•
Det
eri
ora
tin
g
cas
h
flo
w.
•
Red
uce
d
mar
ket
sha
re.
How
we
man
age
it
•
Ens
uri
ng
ali
gnm
ent
of
key
sup
pli
ers
to
fut
ure
str
ate
gy
and
mee
tin
gs
wit
h
str
ate
gic
sup
pli
ers
'
man
age
men
t.
•
Con
tin
uin
g
to
lev
era
ge
the
sca
le
of
ope
rat
ion
s
to
str
eng
the
n
rel
ati
ons
hip
s
wit
h
key
sup
pli
ers
and
mai
nta
in
a
goo
d
sup
ply
of
sca
rce
pro
duc
ts.
•
Wor
kin
g
wit
h
sup
pli
ers
to
ens
ure
ava
ila
bil
ity
of
pro
duc
ts
thr
oug
h
key
sup
pli
er
gro
up
eng
age
men
t
pro
gra
mme
.
•
Eth
ica
l
sup
ply
cha
in
due
dil
ige
nce
ove
r
our
sup
pli
er
bas
e.
•
Con
tro
l
str
uct
ure
s
to
ens
ure
app
rop
ria
te
sup
pli
er
rel
ati
ons
hip
man
age
men
t
for
GFR
,
GNF
R
and
OEM
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
rem
ain
ed
sta
ble
ove
r
202
4/2
5.
12. Sustainability Risk owner: Risk Category:
Chief People, Communications Strategic
and Sustainability Officer
Risk movement: Increased What is the risk?
Failure to meet increasing regulatory and legislative requirements and respond
to significant weather events. Failure to deliver on commitments
Link to strategy:
and expectations from shareholders, stakeholders, our customers and
Easy to shop, Customers for life
colleagues.
Considered in the Viability statement:
No
Wha
t
is
the
imp
act
?
•
Red
uce
d
cas
h
flo
w
as
cus
tom
ers
sho
p
els
ewh
ere
.
•
Rep
uta
tio
nal
dam
age
.
•
Los
s
of
com
pet
iti
ve
adv
ant
age
.
How
we
man
age
it
•
Roa
dma
p
to
net
zer
o
by
204
0.
•
Com
mit
men
t
to
EV1
00.
•
Ove
rsi
ght
fro
m
the
Gro
up
Sus
tai
nab
ili
ty
Lea
der
shi
p
Tea
m,
ESG
Com
mit
tee
,
ExC
o
and
the
Boa
rd.
•
Gro
up
ESG
str
ate
gy
reg
ula
rly
rev
iew
ed.
•
Par
tne
rsh
ips
wit
h
rep
uta
ble
ext
ern
al
age
nci
es
Cir
cul
ar
Ele
ctr
oni
cs
Par
tne
rsh
ip
(on
cir
cul
ar
eco
nom
y),
Bri
tis
h
Ret
ail
Con
sor
tiu
m
(on
cli
mat
e
cha
nge
),
Dig
ita
l
Pov
ert
y
All
ian
ce.
•
Man
age
men
t
rep
ort
ing
on
pro
gre
ss
aga
ins
t
tar
get
for
e
-wa
ste
and
emi
ssi
ons
wit
h
met
ric
s
inc
lud
ed
in
ann
ual
bon
us
sco
rec
ard
.
Cha
nge
s
sin
ce
las
t
rep
ort
Thi
s
ris
k
has
inc
rea
sed
ove
r
202
4/2
5.
B. Responsibility Statement (page 138)
We confirm that to the best of our knowledge:
• the financial statements, prepared in accordance with the
applicable set of accounting standards, give a true and fair view of the
assets, liabilities, financial position and profit or loss of the Company and
the undertakings included in the consolidation taken as a whole; and
• the Strategic Report includes a fair review of the development and
performance of the business and the position of the issuer and the
undertakings included in the consolidation taken as a whole, together with a
description of the principal risks and uncertainties that they face.
We consider the Annual Report and Accounts, taken as a whole, is fair,
balanced and understandable and provides the information necessary for
shareholders to assess the Group's position and performance, business model
and strategy.
By Order of the Board
Alex Baldock, Group Chief Executive
Bruce Marsh, Group Chief Financial Officer
2 July 2025
* The directors of Currys plc as at 3 May 2025 are listed on pages 74 and 75
of the Annual Report and Accounts 2024/25.
ENDS
For further information:
Dan Homan Investor Relations Director
+44 (0)7401 400 442
Sarah Thomas Deputy Company Secretary +44
(0)7401 373 188
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